As a membership organization it is important that you, the members,
have an understanding about the finances of ACM SIGCHI. The purpose of
this article is to provide a framework for this understanding. I'll
summarize SIGCHI's current financial status and guidelines, give you
information about SIGCHI's budget process, and provide you a view of
how SIGCHI's financial status positions the organization to take action
to better serve the needs of the members in an efficient,
cost-effective manner, and invite you to influence your society's
budget.

Here's a brief snapshot of ACM SIGCHI's financial status. ACM SIGCHI
is alive and well financially. SIGCHI officers have partnered with ACM
professional staff to manage SIGCHI's financial assets. SIGCHI's 1997
budget which runs through June 30, 1997 is approximately $2.5 million
dollars against expenses of the same amount. Over the last five years
we have built a Reserve Fund of over $1 million. This Fund Balance acts
as the organization's contingency fund in cases of unexpected negative
financial events. ACM SIGCHI's current requirement for this Reserve
Fund based on guidelines of the ACM auditors is approximately $630,000
dollars. The Reserve Fund is also a source of funds for programs to
serve SIGCHI members. Over the past seven years, the ACM SIGCHI's
annual budget has doubled as the organization has grown in size and in
the breadth and scope of services provided. Throughout its existence,
ACM SIGCHI has functioned through a mix of volunteer effort combined
with professional assistance from ACM and other paid support staff.
With downsizing in the private and public sectors in recent years,
volunteers have less free time available. Also, ACM SIGCHI's service
needs for members have grown in complexity. From a financial point of
view, it makes good sense to have increased SIGCHI professional staff.
These staff can partner with SIGCHI volunteers to help manage the
conferences, arrange for special programs to meet the professional
needs of the members, and handle ongoing programs. By partnering with
professional services, SIGCHI's members will be more satisfied and the
organization will continue to be healthy and grow. With the financial
assets SIGCHI has now, the organization is well positioned to take
action. SIGCHI Executive Officers are working on these plans now.
Please see "The Chairs' Column" in this issue for more details.

Now, here's some background on SIGCHI's financial status and the organization's budget process.

The Association for Computing Machinery (ACM), SIGCHI's parent
organization, is an Educational and Scientific Organization, classified
by the United States Internal Revenue code as a 501(c)(3). This is
commonly referred to as a non-profit, or a not-for-profit organization.
Because of this status SIGCHI is not required to pay federal taxes on
their income (like corporations often do) and, in select states, SIGCHI
is exempt from paying state taxes for goods and services purchased.
This status has also become recognized and understood by governments
all over the world and affords SIGCHI a favorable environment in which
to provide services to its members. In return for this favorable
treatment the U.S. Internal Revenue Service requires compliance with a
strict set of regulations as well as extensive and regular reporting.
ACM consolidates all of their operations and handles these requirements
on our behalf.

One of the common misperceptions about a non-profit
organization is that it should not make money on any of its operations.
In reality, the only real difference between a non-profit organization
and a for-profit organization is what is done with the money made. In a
non-profit organization this money is further invested through programs
and services designed to enhance the field and profession. The Internal
Revenue Service requires that "no part of (the organization's) net
earnings inures to the benefit of any private shareholder or
individual."

Ok, with that background on SIGCHI's non-profit status, let's take a
look at the organization's budget. ACM SIGCHI, like many similar
organizations, has three streams of revenue: membership, publications,
and conferences. These are also the major areas of expense. There is a
fine balance between these sources of revenue and the expenses in each
of these areas. The guideline that your elected officers, the Executive
Committee of SIGCHI, have employed for the last three years is that
each area of the budget should be self-sustaining, with the revenues
covering expenses. Previously, this had not been the case, and monies
in one area would underwrite expenses in another. Ensuring that each
area is self-sustaining helps the organization to understand the value
that the members receive in each area compared to the costs to members.
As the Vice-Chair for Finance for SIGCHI, I have worked to implement
self-sustaining budgets for each budget area so that the cost-benefit
of each service is clear to members.

In the current fiscal year 1997 budget, the proportion of the budget that these three areas comprise is as follows:

Each Fall, the Vice-Chair for Finance works with the SIGCHI Program
Director to build a base budget for the next fiscal year. This base
budget includes all areas that the organization has made promises to
the membership and to ACM to provide. Examples of this are membership,
publications, and conferences. Then for the past three years, I have
also sent out the templates for budget proposals to all the members of
the Extended Executive Committee for SIGCHI. (The Extended Executive
Committee is comprised of the elected SIGCHI officers plus the
appointed advisory or adjunct Chairs that the ACM SIGCHI Chair defines.
These people are listed inside the covers of each SIGCHI Bulletin).
These budget proposals are for ongoing or new special programs for
members. Any member of SIGCHI can submit a budget proposal each year by
teaming up with a member of the Extended Executive Committee. If you
have a proposal and don't know which EEC member it is most appropriate
for, please send it to me and I will ensure that it is given to the
appropriate EEC member. Examples of the special programs are the SIGCHI
Development Fund, Continuing Education Group, and Membership Survey.
The SIGCHI Executive Committee and Program Director meet face-to-face
in December and discuss the base budget and then the budget proposals.
After the base budget is updated and agreed to, the group discusses and
votes on the budget proposals. The proposals are rank-ordered in case
there are not sufficient funds in the budget for all approved
proposals. The Executive Committee then votes to approve the budget as
a whole. The budget is reviewed and approved by ACM and takes effect
the following July 1st.

SIGCHI officers also review the budget in the Summer. If
budgeted expenditures are lower than actual expenditures or actual
revenues are higher than budgeted revenues, there is an opportunity to
discuss additional budget proposals for the current year at that time.

As a note, there are other budget procedures that can be used
to address immediate SIGCHI concerns. SIGCHI has the flexibility to
take action following documented processes as needed.

Now, the elected officers working closely with the SIGCHI Program
Director and other ACM professional staff, have improved the budgeting
process so that it is much more accurate and so that shortfalls do not
occur. SIGCHI has also met the guidelines from the ACM auditors that
the organization build a Reserve Fund to cover unforeseen negative
financial situations. This Reserve Fund is to contain sufficient monies
to cover 50% of the organizational operating expenses and 20% of the
conference expenses for each budget year. Thus the required amount of
the Reserve Fund changes from year to year. Given that the overall
budget has doubled over the last seven years, the required size of the
Reserve Fund has increased as well. So, the organization has
strengthened its budgeting process, built a Reserve Fund, and in the
last few years, has returned a surplus from the budget to the Reserve
Fund as well.

Let's take a look at SIGCHI's budget from fiscal year 1991 to
the present time (Table 1). Note that the organization has only in the
last few years stabilized the budget with a consistent surplus.

So, you can see the growth in the budget and the last few years of
consistent surpluses. A couple of comments about the surpluses. What is
the source of these surpluses? The surpluses are achieved by the
conferences and by the lack of expenditure of budgeted monies in other
areas of the budget. On the former, the conference surpluses are being
reviewed and adjustments are being made to the budget model for the
conferences in order to keep member expenditures for conferences down
to the lowest amounts. On the latter, the lack of expenditure of
budgeted program monies does point to a specific problem -- the
decreasing amount of volunteer time to initiate and manage programs.
This shortage leads the Executive Committee to seek additional
professional staff for SIGCHI in order to better serve the members. To
get new programs for members initiated, the organization needs to
leverage the skills of professional staff to handle and take care of
numerous responsibilities that the volunteers have neither the time nor
background to do, and then free the volunteers to provide the unique
value-add they contribute based on their skills and experience.

For example, SIGCHI will now have a full-time conference
management professional in headquarters to provide consistent and
timely coverage of conference needs. There will also be a part-time
SIGCHI professional to manage our website and handle online resources
such as the HCI bibliography. SIGCHI also needs additional staff to
focus and follow through on membership development activities. And
finally, to support all of these efforts and provide coherent
direction, SIGCHI needs a full-time Director for the organization to
oversee and manage these activities with SIGCHI, working in partnership
with the elected SIGCHI officers. SIGCHI is positioned financially to
take these actions in order to increase the value and visibility of
SIGCHI to its members, create an environment to draw from all areas of
the HCI community, to make SIGCHI the focal point for HCI in the world,
and to be the heart of SIGCHI member's professional network.

It has been a pleasure and an honor to serve the ACM SIGCHI
community as its Vice-Chair for Finance for the past three years.
Please contact me if you have questions or comments about this article.
My email address and phone number are listed on the inside cover of
this SIGCHI Bulletin.